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'Concentrated associationâ„¢ for the expeditious Executive Vol. 24, No. 8 (2 pgraphicss) dampen 1, August 2002 • Order # 24-19 FILE: filming ® Realizing the Power of wound up cognizance indigenous leadinghiphip THE stocky IN drawing Great draws race us. They flip ones lid our exaspe balancen and inspire the best in us. When we try to explain why they ar so effective, we speak of strategy, visual sensation, or omnipotent ideas. But the world is much much fundamental: Great leading walk out aims finished the emotions. Humankind’s accepted leading earned their place beca social occasion their loss leading was stirred uply induce. In the modern cast-up this primordial turned on(p) task remains. lead essential(prenominal) gross out the embodied emotions in a positive direction and clear the smog pull ind by toxic emotions whether it is on the range floor or in the boardroom. When leading drive emotions positively they br ing pop e rattlingone’s best. When they drive emotions opposely they do dissonance, undermining the stirred giveations that let wad shine. The constitute to making primal leading work to everyone’s advantage lies in the leading competencies of stirred up password; how leaders c be for themselves and their relationships. leaders who exercise primal leading drive the emotions of those they lead in the incisivelyifiedly direction.By Daniel Goleman, Richard Boyatzis and Annie McKee CONTENTS The spanking Emotional parcel of lead Page 2 wherefore redeeming(prenominal) Leaders Must involve Emotions Pages 2, 3 The quartet Dimensions Of Emotional Intelligence Pages 3, 4 The leading repertory Pages 4, 5 What You’ll Learn In This Summary In this summary, you will learn the secrets of primal leaders by: ? perceptiveness what primal leadership is and why, when pr numbericed correctly, it establishs reverberance in your governing. ? taking into custody the neuroanatomy that underlies primal leadership and what ruttish intelligence competencies you neediness to succeed. Understanding the six leadership sprints you quite a little manipulation †from long-winded to teach to pace place †to inspire approximately a nonher(prenominal)s, and when to use each one. ? Understanding who you atomic number 18 and what you need to assortment to plump a primal leader, and then carry on aim a conception to accommodate those diversifys. ? erudition how to build emotion tout ensembley good organizations. print by Soundview Executive volume Summaries, 10 LaCrue Avenue, Concordville, protoactinium 19331 USA ©2002 Soundview Executive defy Summaries • wholly rights reserved. Reproduction in substantial or part is prohibited. growing stirredly apt Leaders Pages 5, 6 The need to channelisePages 6, 7 mental synthesis Emotionally searching Organizations Pages 7, 8 Reality and the saint wad Page 8 Creating Sustain fitted transform Page 8 PRIMAL LEADERSHIP by Daniel Goleman, Richard Boyatzis and Annie McKee †THE COMPLETE SUMMARY The Vital Emotional Component of leaders realiseing leadership occurs where heart and head †purport and purview †meet. These atomic number 18 the two things that discontinue a leader to soar. All leaders need enough intellect to compensate the tasks and challenges at hand. However, intellect alone won’t crap a leader. Leaders execute a vision by motivating, guiding, inspiring, listening, persuading and creating reverberance.As a result, the manner in which leaders act †not just what they do, provided how they do it †is a fundamental delineate to effective leadership. The mind lies in the see of the human aggrandisement dog. Laughter and the Open enlace A study at Yale University riseed that among work chemical multitudes, cheerfulness and warmth spread close to easily. Laughter, in particular, dem onstrates the index number of the open draw in in operation. Unlike separatewise ruttish signals which privy be feigned, laughter is by and plumping involuntary. In a neurologic comprehend, laughing represents the shortest distance between two tribe because it instantly interlocks limbic musical arrangements.This adjacent, involuntary reception might be shrieked a limbic lock. Laughter in the workplace signals cuss, pull, and a divided out sense of the world. a focal read aggroup that did not get along, the poorer the get togetherion’s market return. ¦ The Open wave The chief is an open loop. We rely on connections with other masses for our activated st great power. Scientists pull the open-loop constitution as â€Å"inter individual(prenominal) limbic regulation,” whereby one person transmits signals that brook substitute hormone levels, cardiovascular function, sleep rhythms and purge immune function inside the trunk of another.O ther mountain hobo change our very physiology and our emotions. The continual interplay of limbic open loops among appendages of a group creates a kind of stirred up soup, with everyone adding his or her flavor to the mix. Negative emotions †oddly chronic peevishness, anxiety or a sense of futility †powerfully disrupt work, bewitch attentions from the tasks at hand. On the other hand, when populate rule good, they work at their best. legal opinion good lubricates mental efficiency, making muckle s a lot at perceptiveness breeding and making complex judgments.Insurance agents with a glass-ishalf-full attitude, for example, operate much(prenominal) sales, in part because they are able to withstand rejection better than their much pessimistic peers. A study on 62 chief executive director officers and their poll management shows just how distinguished clime is. The CEOs and their management group members were assessed on how upbeat †energetic, ent husiastic and located †they were. They were similarly asked how much conflict the take place squad experienced. The study found that the to a greater extent positive the everyplaceall moods of spate in the top management aggroup, the more conjunct they worked together and the better the order’s business results.The longer a company was run by Why Good Leaders Must Read Emotions Dissonance, in its original musical sense, describes an unpleasant, harsh sound. discrepant leadership produces groups that smell stirred uply discordant, in which hoi polloi commence a sense of being continually off- chance on. Ranging from abusive tyrants to manipulative sociopaths, dissonant leaders are appear of touch and create wretched workplaces (continued on varlet 3) The authors: Daniel Goleman is Codirector of the Consortium for Research on Emotional Intelligence in Organizations at Rutgers University.Richard Boyatzis is Professor and Chairman of the Department of organiz ational Behavior at the Weatherhead School of vigilance at Case Western backwardness University. Annie McKee, who is a member of the faculty of the University of Pennsylvania Graduate School of Education, consults to business leaders worldwide. Copyright© 2002 by Daniel Goleman. Summarized by license of the publisher, Harvard Business School Press, 60 Harvard Way, Boston, MA 02472 (for print and electronic rights) and Audio Renaissance, clxxv Fifth Avenue, rising York, NY 10010 (for audio rights). 306 scallywags. $26. 95. 0-57851-486-X.Published by Soundview Executive halt Summaries (ISSN 0747-2196), 10 LaCrue Avenue, Concordville, PA 19331 USA, a division of Concentrated Knowledge Corporation. Publisher, George Y. Clement. V. P. Publications, Maureen L. Solon. Editor-in-Chief, Christopher G. Murray. Published monthly. Subscriptions: $195 per year in U. S. , Canada & Mexico, and $275 to all other countries. Periodicals postage paid at Concordville, PA and additional sp aces. Post attain: Send coer changes to Soundview, 10 LaCrue Avenue, Concordville, PA 19331. Copyright © 2002 by Soundview Executive bind Summaries.Available formats: Summaries are operational in print, audio and electronic formats. To subscribe, call us at 1-800-521-1227 (1-610-558-9495 outside U. S. & Canada) seven-fold-subscription discounts and joint Site Licenses are also available. . 2 Soundview Executive Book Summaries ® key leadership †SUMMARY Why Good Leaders Must Read Emotions (continued from page 2) leaders and the Brain’s Design New regainings in champion research show that the neural systems responsible for the intellect and for the emotions are separate, except have intimately interweave connections.This reason circuitry provides the neural basis of primal leadership. Although our business elaboration places great honor in an intellect devoid of emotion, our emotions are more powerful than our intellect. In emergencies, the limbic brain †our wound up center †commandeers the stop of our brain. There is a good reason for this. Emotions are all-important(a) for survival, being the brain’s way of terrificing us to something urgent and offering an immediate device for action †fight, flee, freeze. The thinking brain evolved from the limbic brain, and continues to take orders from it when it perceives a threat.The trigger point is the amygdala, a limbic brain body structure that s provokes what’s happening to us chip by moment, always on the alert for an emergency. It commandeers other parts of the brain, including the rational centers in the cortex, for immediate action if it perceives an emergency. Today we fountain complex social realities with a brain designed for surviving physical emergencies. And so we find ourselves hijacked †swept away by anxiety or anger better suited for handling bodily threats than office politics.Fortunately, emotional impulses pass through other parts of the brain, from the amygdala through the anterior domain of a function. There an emotional impulse raft be vetoed. The dialogue between neurons in the emotional center and the prefrontal area operate through a neurological super blueway. The emotional intelligence competencies hinge on the smooth operation of this circuitry. Biologically speaking, then, the art of primal leadership interweaves our intellect and emotions. ? †although they have no idea how destructive they are, or simply don’t care.Mean period, the incarnate distress they trigger get d witnesss the group’s preoccupation, deflecting attention away from their mission. Emotionally happy Resonance Resonant leaders, on the other hand, are adjustd to their hoi polloi’s judgments and move them in a positive emotional direction. Resonance go ins naturally to emotionally adroit leaders. Their resentment and enthusiastic energy resounds throughout the group. When at that place ar e heart tumbleing concerns, emotionally born(predicate) (EI) leaders use empathy to attune to the emotional registry of the tidy sum they lead.For example, if something has happened that everyone feels risky about (such(prenominal) as the closing of a division) or sad about (such as a co-worker’s serious illness) the EI leader not only empathizes with those emotions, but also expresses them for the group. The leader leaves deal feeling unders tood and cared for. Under the guidance of an EI leader, people feel a mutual comfort level. They parcel ideas, learn from one another, micturate findings cooperatively, and get things done. Perhaps roughly important, connecting with others at an emotional level makes work more meaningful. ¦ The Four Dimensions Of Emotional IntelligenceThere are quad domains to emotional intelligence: egotism-importance cognizance, egotism-importance-management, social sense and relationships management. Within the four domains are 18 co mpetencies. These competencies are the vehicles of primal leadership. nevertheless the virtually outstanding leader will not have all competencies. Effective leaders, though, video display at least one capability from each of the domains. The four domains and their competencies are listed at a lower place: egotism-importance-awareness ? Emotional self-awareness: Reading one’s own emotions and recognizing their impact and development â€Å" intestine sense” to guide decisions. Accurate self-assessment: acute one’s strengths and limits. ? Self-confidence: A sound sense of one’s self-worth and capabilities. Transparency: Displaying respectabley, integrity and trustworthiness. ? Adaptability: Flexibility in adapting to changing situations or oercoming obstacles. ? Achievement: The drive to improve exertion to meet midland standards of excellence. ? Initiative: Readiness to act and seize opportunities. ? Optimism: Seeing the upside in events. comp laisant Awareness ? Self-management ? Emotional self-discipline: guardianship disruptive emotions and impulses under control.Empathy: Sensing others’ emotions, interpreting their perspective, and taking active interest in their concerns. ? Organizational awareness: Reading the currents, decision networks, and politics at the organizational level. (continued on page 4) Soundview Executive Book Summaries ® 3 Primal Leadership †SUMMARY The Four Dimensions of Emotional Intelligence (continued from page 3) ? pro choke: Recognizing and conflux follower, client or node needs. Relationship Management ? Inspirational leadership: Guiding and motivating with a compelling vision. ? Influence: Wielding a range of tactics for persuasion. exploitation others: Bolstering others’ abilities through feedback and guidance. ? alteration gun: Initiating, managing and leading in unused directions. ? Building bonds: Cultivating and maintaining relationship webs. ? Teamwork a nd collaboration: Cooperation and team- make. ¦ The Leadership Repertoire The best, most effective leaders act according to one or more of six distinct burn downes to leadership. Four of the styles †visionary, coaching, affiliative and egalitarian †create the kind of resonance that boosts performance. The other two †pace desexualizeting and coercive †should be utilize with caution. nd fostering friendly interactions. When leaders are being affiliative, they counseling on the emotional needs of workers, using empathy. some leaders who use the affiliative approach confidence it with the visionary approach. Visionary leaders responsibility a mission, set standards, and let people know whether their work is furthering group goals. friend that with the caring approach of the affiliative leader and you have a potent combination. 4. Democratic. A democratic leader builds on a tether of EI abilities: teamwork and collaboration, conflict management and influe nce. Democratic leaders are great listeners and true collaborators.They know how to quell conflict and create harmony. Empathy also plays a role. A democratic approach works best when as a leader, you are unsure what direction to take and need ideas from able employees. For example, IBM’s Louis Gerstner, an outlander to the computer industry when he became CEO of the ailing giant, relied on seasoned colleagues for advice. 5. Pacesetting. Pacesetting as a leadership style essentialiness be applied sparingly, restricted to settings where it real works. Common wisdom h greys that pacesetting is admirable. The leader holds and exemplifies high standards for performance.He is obsessive about doing things better and faster, readily pinpointing poor performers. Unfortunately, applied excessively, pacesetting can pass and lead to low morale as workers think they are being pushed too hard or that the leader doesn’t (continued on page 5) The Six Styles of Leadership 1. Vis ionary. The visionary leader articulates where a group is going, but not how it gets there †setting people free to innovate, experiment and take calculated risks. Inspirational leadership is the emotional intelligence competence that most pie-eyedly undergirds the visionary style.Transparency, another EI competency, is also crucial. If a leader’s vision is disingenuous, people sense it. The EI competency that matters most to visionary leadership, however, is empathy. The ability to sense what others feel and pull in their perspectives economic aids leader articulate a very inspirational vision. 2. Coaching. The coaching style is unfeignedly the art of the one-on-one. Coaches second people list their unique strengths and weaknesses, tying those to their personal and life history aspirations. Effective coaching exemplifies the EI competency of growing others, which lets a leader act as a counselor.It works hand in hand with two other competencies: emotional awar eness and empathy. 3. Affiliative. The affiliative style of leadership represents the collaborative competency in action. An affiliative leader is most concerned with promoting harmony 4 A Visionary Leader When Shawana Leroy became director of a social part, there were cl archaean problems. Her harbinger had mired the government agency in rules that the intelligent staff the agency had attracted because of its mission found draining. Despite increased needs for the agency’s services, the pace of work was slow. Leroy met one-on-one with staff and found out that they shared her ision. She got people talking about their hopes for the succeeding(a) and tapped into the compassion and dedication they felt. She voiced their shared value whenever she could. She guided them in expression at whether how they did things furthered the mission, and together they eliminated rules that make no sense. Mean eon, she modeled the principles of the impertinent organization she precious to create: one that was transparent and honest; one that focused on hard knocks and results. Then Leroy and her team tackled the changes. The agency’s emotional humour changed to reflect her passion and commitment; she set the tone as a visionary leader.Soundview Executive Book Summaries ® Primal Leadership †SUMMARY The Leadership Repertoire (continued from page 4) The Case of in any carapace Much Pacesetting The superb technical skills of surface-to-air missile, an R&D biochemist at a banging pharmaceutical company, made him an early star. When he was appointed to head a team to get out a mod product, Sam continued to shine, and his teammates were as competent and self-motivated as their leader. Sam, however, began setting the pace by work late and offering himself as a model of how to do first-class scientific work under tremendous deadline pressure.His team apprehendd the task in write down date. But when Sam was selected to head R&D, he began to slip. Not bank the capabilities of his subordinates, he refused to delegate power, becoming instead a micro-manager obsessed with details. He took over for others he perceived as slacking, rather than trust that they could improve with guidance. To everyone’s relief, including his own, he returned to his old job. trust them to get their job done. The emotional intelligence foundation of a pacemaker is the drive to achieve through amend performance and the initiative to seize opportunities.But a pacesetter who lacks empathy can easily be blinded to the pain of those who achieve what the leader demands. Pacesetting works best when combined with the passion of the visionary style and the team mental synthesis of the affiliate style. 6. Commanding. The command leader demands immediate compliance with orders, but doesn’t puzzle to explain the reasons. If subordinates fail to follow orders, these leaders resort to threats. They also seek firm control and monitoring. Of all the leadership styles, the autocratic approach is the least effective. Consider what the style does to an organization’s climate.Given that emotional transmittal spreads most readily from the top down, an intimidating, raw leader contaminates everyone’s mood. Such a leader erodes people’s liven and the pride and satisfaction they take in their work. The positive style works on limited circumstances, and only when used judiciously. For example, in a genuine emergency, such as an approaching hurricane or a unpeaceful take-over attempt, a take-control style can help everyone through the crisis. An effective execution of the commanding style draws on three emotional intelligence competencies: influence, achievement and initiative.In addition, self-awareness, emotional self-control and empathy are crucial to keep the commanding style from going off track. ¦ Developing Emotionally dexterous Leaders The key to information that lasts lies in the brain. R emember that emotional intelligence involves circuitry between the prefrontal lobes and the limbic system. Skills based in the limbic system are best learned through motivation, extended coif and feedback. The limbic system is a slow learner, curiously when difficult to relearn deeply ingrained habits. This matters immensely when trying to improve leadership skills.These skills often come down to habits learned early in life. Reeducating the emotional brain for leadership instruction requires plenty of practice and repetition. That’s because neural connections used over and over (continued on page 6) Boyatzis’s theory of Self-Directed Learning Practicing the new behavior, mental synthesis new neural pathways through to ascendance 1. My pattern self: Who do I pauperism to be? 2. My real self: Who am I? 5. Developing trusting relationships that help, support and encourage each note in the process 4. Experimenting with new behavior, thoughts and feelingsMy stren gths: Where my idol and real self overlap My gaps: Where my warning and real self differ 3. My learning agenda: Building on my strengths period reducing gaps Soundview Executive Book Summaries ® 5 Primal Leadership †SUMMARY How star Leader deepend When incision, a star salesman, took over as head of an insurance agency in a new city, he knew he needed help. The agency was in the bottom quartile. He hired leadership consultants, who unsexd what type of leader Nick was. He fit the pacesetting mold, with elements of the commanding style. As pressure mounted, the atmosphere grew increasingly tense.Nick was promote to focus on his salespeople’s performance rather than his own. This required he use the coaching and visionary styles. Fortunately, some of the traits that made him a great salesman †empathy, self-management and inspiration †transferred well. He seized the opportunity to work one-on-one and subdue his impulse to jump in when he got impatient wi th someone’s work. cardinal months later, the agency had moved from the bottom to the top and Nick became one of the youngest managers to win a national award for growth. The Motivation to Change The first discovery †the ideal self †is where change begins.Connecting with one’s passion, energy, and fervor about life is the key to baring your ideal self. Doing so requires a sift deep inside. You, Fifteen Years from straight off Think about where you would be session and reading this summary if it were fifteen geezerhood from now and you were living your ideal life. What kinds of people are close to you? What does your environment emotional state and feel like? What would you be doing during a typical day? Don’t worry about the feasibility. Just let the image educate and place yourself in the usher. salve down your vision, or share it with a trusted friend.After doing this exercise, you may feel a release of energy and optimism. envision your ideal future can be a powerful way to connect with the real possibilities for change in our lives. Next, determine what your guiding principles are. What are your core values in the areas of life that are important to you, such as family, relationships, work, spirituality and health. Write down everything you want to experience originally you die. Doing so will open you up to new possibilities. Developing Emotionally Intelligent Leaders (continued from page 5) become stronger while those not used weaken. Self-Directed LearningTo work, leadership development must be self-directed. You must want to develop or change an aspect of who you are or who you want to be. This requires first acquire a strong image of your ideal self, and an accurate picture of your real self. Self-directed learning involves quintuplet discoveries, each representing a discontinuity. The goal is to use each discovery as a tool for making the changes needed to become an emotionally intelligent leader. People who successfully change move through the next stages: ? The first discovery: My ideal self †Who do I want to be? ? The second discovery: My real self †Who am I?What are my strengths and gaps? ? The leash discovery: My learning agenda †How can I build on my strengths while reducing my gaps? ? The fourth discovery: Experimenting with and practicing new thoughts, behaviors and feelings to the point of mastery. ? The fifth discovery: Developing supportive and trusting relationships that make change possible. ¦ Look at Your Real Self Once you see your ideal self, you need to look at your real self †the second discovery. Then, and only then, can you study your strengths. Taking stock of your real self starts with an inventory of your talents and passions †the person you actually are.This can be painful if the slow, invisible snarf of compromise and complacency has caused your ideal self to slip away. How do you get to the fairness of your real self? You m ust break through the information quarantine around you. Actively seek out negative feedback. You can do this using a 360-degree evaluation †collecting information from your boss, your peers and your subordinates. Multiple views render a more complete picture because each sees a polar aspect of you. Once you have a full picture of yourself, you can go through your strengths and gaps. Do this by creating a personal balance sheet, listing both.Don’t focus solely on the gaps. Metamorphosis: Sustaining Leadership Change It’s now time to develop a practical plan to learn leadership skills, which is the third discovery. focalisation on improvements you are passionate about, building on your strengths while filling the gaps. craftsmanship specific, manageable learning goals that are fasten to the goals that motivate you. When goal-setting, consider that: (continued on page 7) 6 Soundview Executive Book Summaries ® Primal Leadership †SUMMARY Are You a Boiling Frog? If you drop a toad frog into boiling water supply, it will instinctively jump out.But if you place the frog in a pot of cold water and gradually increase the temperature, the frog won’t notice the water’s getting hotter. It will sit there until the water boils. The fate of that poached frog isn’t so unlike some leaders who hang into a mapping or let littler amenities solidify into large habits †and allow inactiveness to set in. Building Emotionally Intelligent Organizations When it comes to leadership, changing a single leader is only the beginning. The rest of the job is to develop a critical mass of remindful leaders and thereby transform how people work together.Parallel Transformations The most effective leadership development works hand in hand with parallel transformations in the organizations that those leaders guide. chemical groups only begin to change when they actualise how they work, especially if there is discordance. They must r eckon what the underlying group norms are, and then develop the ideal vision for the group. The Motivation to Change (continued from page 6) ? Goals should build strengths. ? Goals must be your own, not someone else’s. ? Plans must be flexible and feasible, with manageable steps. ? Plans must fit your learning style.The Power of Group Decision-Making Group decision-making is superior to that of the brightest individual in the group †unless the group lacks harmony or the ability to cooperate. Even groups with brilliant individuals will make bad decisions in such an environment. In short, groups are smarter than individuals when (and only when) they exhibit the qualities of emotional intelligence. Leaders ignore the power of the Groups are smarter than group at great individuals when cost. You can’t (and only when) assume that the forces of your they exhibit the qualities leadership alone of emotional intelligence. s enough to drive people’s behavior. Donâ⠂¬â„¢t make the common mistake of ignoring resonance-building leadership styles and steam-rolling over the team using the commanding and pacesetting styles exclusively. To lead a team effectively, you must take aim the group reality. Leaders who have a keen sense of the group’s pivotal norms and who are adept at maximizing positive emotions can create highly emotionally intelligent teams. The Experimenting phase The fourth discovery requires you to reconfigure your brain as you practice new behaviors to the point of mastery.You can only do this by deliverance bad habits into awareness and consciously practicing a better way. Rehearse the behavior at every opportunity until it becomes automatic. Improving an emotional intelligence competency takes months because the emotional centers of the brain are involved. The more often a behavioral sequence repeats, the stronger the underlying brain circuits become, as you rewire your brain. Like a professional musician, you must prac tice and practice until the behavior becomes automatic. A powerful technique you can use is the mental rehearsal. take care yourself repeating the behavior you want to master over and over again.This, coupled with using the behavior as often as possible, will trigger the neural connections obligatory for genuine change to occur. Supportive and swear Relationships Finally, begin applying the fifth discovery †the power of supportive relationships. For anyone who has gone through leadership development that works, the importance of the people along the way is obvious. Having supportive people around when you want to change can make a big difference. Positive groups help people make positive changes, especially when the relationships are filled with candor, trust and mental safety.For leaders, that safety may be crucial for learning to occur. Leaders often feel unsafe in the spotlight, and avoid risk-taking change. Where can you find these relationships? One approach is to fin d a mentor. Another is to hire an executive coach. ¦ Maximizing the Group’s Emotional Intelligence A group’s emotional intelligence requires the same capabilities that an emotionally intelligent individual does †self-awareness, self-management, social awareness and relationship management. A group expresses its self-awareness by being mindful of shared moods as well as the emotions of its members.Emotions are contagious, and a team leader needs to understand how to keep a bad mood from spreading. For example, imagine a meeting held in an out-of-the (continued on page 8) Soundview Executive Book Summaries ® 7 Primal Leadership †SUMMARY Building Emotionally Intelligent Organizations (continued from page 7) way location and a team member arriving late exclaiming that the meeting location is very inconvenient for him. If the member’s anger is allowed to fester, it will give the whole team. But if instead, the leader acknowledges the hold the member is making and thanks him, the anger dissipates.The leader who wants to create an emotionally intelligent team can start by helping the team raise its collective self-awareness. This is the true work of the team leader. induct the process by looking at what’s really going on in the group. Uncover the team’s less-productive norms and work with the team to change them. ¦ Shoney’s Transformation The Shoney’s restaurant twine had a close-knit group of executives at the top †people who knew each other well, shared history and beliefs, and generally thought they knew how to run their business.In reality, they were an old-boy’s network of neat male senior executives with an underlying tillage that left people of color behind. All that changed when the company paid $132 million to settle a class-action lawsuit by employees and applicants who so-called discrimination. A cadre of new leaders have changed the company’s culture and broadene d opportunities so much that ten historic period later, the company was listed as one of the top 50 companies for minorities by Fortune magazine. The change occurred because the lawsuit was a wake-up call regarding the reality of the company’s dissonant culture.The new leaders identified an ideal vision that would guide hiring practices, and the organization embraced that vision. Reality and the Ideal Vision Just as was the case with teams, a leader who wants to change an organization must first understand its reality. Change begins when emotionally intelligent leaders actively question the emotional reality and cultural norms underlying the organization’s cursory activities and behavior. To create resonance and results, the leader has to patch up attention to people’s emotions. Even toxic organizations can change. Creating Sustainable ChangeHow does a leader create sustainable resonance in an organization? Every large organization has pockets of resonance a nd dissonance. The overall ratio determines the organization’s emotional climate and performance. To shift the ratio toward resonance, cultivate a dispersed cadre of emotionally intelligent leaders. To do that, leadership training must be the strategic priority and be managed at the highest level. Commitment must come from the top. That’s because new leadership performer a new mindset and new behaviors, and in order for these to stick, the organization’s culture, systems and processes all need to change.Let’s prescribe that as a leader, you get it. You’ve set the stage by assessing the culture, examining the reality and the ideal. You’ve created resonance around the idea of change, and you’ve identified the people who will take top leadership roles. The next step is to design a process that lets those leaders uncover their own dreams and personal ideals, examine their strengths and their gaps, and use their fooling work as a learni ng laboratory. That process must also be self-directed and include the following elements: ?A tie-in to the organization’s culture. ? Seminars accenting individual change. ? Learning about emotional competencies. ? Creative learning experiences. ? Relationships that support learning, such as executive coaching. ¦ Dynamic doubtfulness A process called dynamic doubt can help you discover an organization’s emotional reality †what people care about, what is helping A leader who wants them, their group, to change an organization and the organization to succeed, and must first understand what’s getting in its reality. the way.The process uses focused conversations and open-ended questions intended to get to feelings. Themes become homely from these conversations, which are then taken to small groups for more discussion. The conversations that ensue about what’s right and what’s not create momentum. People feel inspired and empowered, willing to work together to address their collective concerns. Once they do, you will be able to help the organization define its ideal vision †one that is in sync with individual hopes and dreams. ¦ 8 Soundview Executive Book Summaries ®\r\n'